{"id":22230,"date":"2022-12-09T13:01:36","date_gmt":"2022-12-09T13:01:36","guid":{"rendered":"https:\/\/mailinvest.blog\/index.php\/2022\/12\/09\/before-deciding-where-your-content-team-reports-pay-attention-to-this\/"},"modified":"2022-12-09T13:01:36","modified_gmt":"2022-12-09T13:01:36","slug":"before-deciding-where-your-content-team-reports-pay-attention-to-this","status":"publish","type":"post","link":"https:\/\/mailinvest.blog\/index.php\/2022\/12\/09\/before-deciding-where-your-content-team-reports-pay-attention-to-this\/","title":{"rendered":"Before Deciding Where Your Content Team Reports, Pay Attention to This"},"content":{"rendered":"

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\"\"When a brand creates a new content marketing or content strategy team, they often ask, \u201cWhat function or department should the content team report to?\u201d<\/p>\n

My answer? \u201cYes!\u201d<\/p>\n

Now, I\u2019m not trying to be a smart aleck. (Well, I am a little bit, do you even know me?) But seriously, my yes comes from years of helping implement content teams in dozens of businesses. My affirmative response indicates the most important thing isn\u2019t to whom<\/em> content reports; it\u2019s that content teams report to the business.<\/span><\/p>\n

When it reports into a function, such as brand, marketing, sales enablement, demand gen, PR\/comms, or even (yes, really in one case) finance, the business acknowledges content marketing is a real thing with real responsibilities, power, and capabilities to affect business outcomes.<\/p>\n

\u201cWhat outcomes?\u201d you might ask.<\/p>\n

Well, that depends on where content marketing reports.<\/p>\n

Now you have the real conundrum.<\/p>\n

You can\u2019t figure out where content marketing and content strategy should report without knowing the expected business outcomes, and you can\u2019t know the business outcomes until you know where they\u2019re reporting.<\/p>\n

The most important thing isn\u2019t to whom #content reports; it\u2019s that content teams report to the business, says @Robert_Rose via @CMIContent. <\/a><\/span>Click To Tweet<\/a><\/span><\/p>\n

It\u2019s tricky.<\/p>\n

Content\u2019s pervasiveness creates the challenge<\/h2>\n

Content as a strategic function in business<\/a> affects almost everything. That pervasiveness means nearly any function in the business could \u201cown\u201d content as a strategy.<\/p>\n

For example, we recently worked with a company about a year into its enterprise-wide digital transformation strategy. They have a content team, and we were to help them assemble a governance and operational approach for their website content.<\/p>\n

When we determined the right operational processes<\/a>, we got into trouble. A content team leader asked, \u201cWhat if someone proposed a new AI chatbot as part of this digital transformation for the website? Is it a content project with a technology component or a technology project with a content component?\u201d<\/p>\n

The question isn\u2019t semantics. Instead, the answer determines the process for development, the team owning implementation, and the measurement by which it\u2019s deemed successful.<\/p>\n

Knowing where a #content project is assigned determines its development process, implementation owner, and success metric, says @Robert_Rose via @CMIContent. <\/a><\/span>Click To Tweet<\/a><\/span><\/p>\n

It\u2019s not just a technology challenge, either. The company also wanted to create new brand content guidelines for the website. Is that a content team project informed by the brand team or a brand project in consultation with the content team?<\/p>\n

Given content\u2019s pervasiveness, you can argue it is part of any meaningful communications initiative the business takes on. But sales\u2019 needs are different from marketing\u2019s, and HR\u2019s requirements are different from the demand-gen team\u2019s. However, to achieve consistency in content and communication, it doesn\u2019t make sense to let each function determine its content strategy<\/span><\/a>.<\/span><\/p>\n

To achieve the balance between an enterprise-wide content strategy and the unique needs of every function in the business, the leaders and practitioners must decide to whom content reports. Again, the agreement is important, not the where or what of the agreement.<\/p>\n

3 key attributes to identify in the decision-making process<\/h2>\n

As you and the leadership ponder how to balance the enterprise content strategy and where it should sit, consider these three key attributes that play an essential role in success.<\/p>\n

1. Develop a content operations backbone<\/h3>\n

I don\u2019t care if you have two people and one blog and a website or a team of 50 who operate on 35 content platforms across multiple channels. A content operations infrastructure creates consistent success across your digital content experiences. Content operations is an enterprise-recognized set of integrated and shared systems (meaning technologies), standards, guidelines, playbooks, and processes to ensure reliable, consistent, scalable, and measurable content across the business.<\/p>\n

Content operations<\/a> acts as the backbone \u2013 the foundation \u2013 to ensure the content is created, managed, activated, and measured the same way across whatever audience and whichever channel the brand presents to.<\/p>\n

2. Connect with the audience across platforms<\/h3>\n

You can no longer expect to create one optimal experience that makes up for a bunch of sub-optimal ones.No matter your size, it\u2019s not good enough to have your blog subscribers separate from your marketing automation database and all that separated from your CRM system. This goes for all of your audiences \u2013 from new employees to external parties such as analysts, journalists, partners, vendors, etc.<\/p>\n

In this approach, the goal is to engage, build, and develop relationships with audiences. Thus, connecting audience behavior with insights on how to communicate better is not a siloed functional need; it is an enterprise need.<\/p>\n

3. Build an accountability framework<\/h3>\n

This attribute in one word? Standards (and a team to keep them.) In a truly fascinating way, one of the earliest activities in building a content strategy makes the biggest impact on larger businesses: Come to terms with what words around content strategy and marketing mean. What is a campaign? What is the difference between a campaign and an initiative? What is an e-book? What is an article vs. a blog post? How long should a white paper take to write? Most businesses assume these things or create meanings based on contextual needs.<\/p>\n

At a recent client, one group expected the content team to produce white papers within a week of the request. Another group expected them to be delivered in six weeks at double the length that the other group thought.<\/p>\n

An accountability framework \u2013 and its ongoing evolution \u2013 presents clear ownership and coordination of content standards (roles, responsibilities, processes, types) across the enterprise. This model should not detail the definitions and standards but identify how they will enforce them.<\/p>\n

Start your content decisions by deciding together<\/h2>\n

Where\u00a0should<\/em>\u00a0you begin?<\/p>\n

Well, just like in the beginning, my answer is yes. Independent of where you start, the critical point happens in the deciding of the elements. To be clear, these are institutional decisions, not simply \u201cwhat you think.\u201d In other words, it doesn\u2019t matter what you believe the definitions, roles, or processes should be if the other parts of the organization don\u2019t know, believe, or care.<\/p>\n

A great first step is to create that accountability framework and make people care about its existence. At first, it might create a language of content that everybody in your business understands. When someone says, \u201cI\u2019d like to do a campaign,\u201d or, \u201cI think we should write a white paper,\u201d everyone understands what that means and what it takes to do it. Then, the benefits of an accountability framework will start to become clear.<\/p>\n

It makes the case for a team assigned to lead this consistency easier. And that enables the team to connect those experiences and audiences in a way that makes sense for everyone.<\/p>\n

In the end, you have found determining the where, how, and what of a content strategy implementation isn\u2019t the most important. The act of deciding is.<\/p>\n

It\u2019s a strange combination. In isolation, the reason for deciding seems straightforward. So why wouldn\u2019t anybody want a clear definition of what a campaign is or a single source of the truth when it comes to the tone of your content?<\/p>\n

But stacked together, those decisions feel like they are bigger than the content team and really should involve the entire enterprise. (Spoiler alert: They do.)<\/p>\n

If you want any desired consequence, you had better decide on all the things that would help create it.<\/p>\n

It\u2019s your story. Tell it well.<\/p>\n

Get Robert\u2019s take on content marketing industry news in just five minutes:<\/p>\n

https:\/\/www.youtube.com\/watch?v=videoseries<\/a><\/center><\/p>\n

Watch previous episodes or read the lightly edited transcripts.<\/a><\/em><\/p>\n

Subscribe<\/span><\/i><\/a> to workday or weekly CMI emails to get Rose-Colored Glasses in your inbox each week.\u00a0<\/span><\/i><\/em><\/div>\n
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Cover image by Joseph Kalinowski\/Content Marketing Institute<\/em><\/p>\n

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